Successful Expatriate Training Synthesis Successful

Successful Expatriate Training

Synthesis

Successful expatriate preparation requires more than simply learning a new language

Being fluent in another culture requires far more than simply learning the language. Every culture has a different framework of assumptions as to what constitutes appropriate and inappropriate behavior. For example, when dealing with Europeans, being excessively detailed and 'spelling out' the meaning of what one is saying can come across as patronizing, even though such clarity may be viewed as a positive attribute amongst plain-spoken Americans, These lapses of intercultural understanding are extremely common. Executives at HP committed such a faux paux when dealing with their counterparts in Grenoble, despite the fact that HP is a highly respected multinational firm (Kholsa 2001). Europeans also often resist certain aspects of American business life that we may take for granted, such as the need to wear nametags or to smile (Khosla 2001).

Intercultural understanding and making one's foreign counterparts feel at home often requires very subtle and nuanced gestures, to show that the negotiator has done his or her homework, regarding the other party's culture. These gestures can be as simple as knowing when to extend a cup of tea to Japanese colleagues during an intense negotiation session; showing respect for time when dealing with Israelis who prefer a highly compressed and time-efficient meeting style; or knowing when to pause and when to remain silent (Kholsa 2001).

Gaining such cultural fluency demands that Americans try to understand, with a sincere and open mind, why some individuals view American business tactics as rude. Arab businessmen, accustomed to a more high-context style of negotiations in which interpersonal relationships are paramount, often find Americans abrupt. Perhaps even more damaging to creating a positive atmosphere during negotiations, is the significant fact that Americans are viewed as unwilling to adapt themselves to deal with local business channels and are said to impose their internal business strategies upon foreign organizations (Wederspahan 2002). Of course, this may not be an entirely fair assessment, given that ethical standards may vary widely from culture to culture. American companies may be unwilling to participate in some aspects of the 'grey economy' of bribery that locals take for granted. However, the memory of Western colonialism in many regions of the world is still fresh, and Americans must be sensitive to the fact that they may not always be welcomed automatically with open arms.

Unfortunately, the symptoms of culture shock are often counterproductive to creating an understanding relationship -- negative thoughts and comments about the local culture, and exaggerating one's own cultural norms (such as aggressiveness) are common (Wederspahan 2002). Intense scrutiny of the local culture and intense self-scrutiny about one's own cultural norms are the best antidotes to such behaviors. Becoming educated about the culture, language, history, and communication styles of the nation before going abroad should become a regular part of all business standard operating procedures. Additionally, Americans should be asked to rigorously compare their own standard assumptions with that of the persons with whom they are doing business.